Intrinsic rewards come from the experience of doing the work itself. They include feelings such as achievement, progress, mastery, autonomy, purpose, and personal growth.
Extrinsic rewards come from an outside source. Common workplace examples include bonuses, promotions, awards, public recognition, gift cards, commissions, and extra paid time off.
Neither is automatically better. The right choice depends on the work, the behavior you want to encourage, the employee, and how the reward is designed.
What are intrinsic rewards?
Intrinsic rewards are the positive feelings employees get from the work itself. They include a sense of achievement, progress, mastery, autonomy, purpose, responsibility, and personal growth.
For example, an employee may feel proud after solving a difficult customer problem. Another may enjoy mastering a new system or being trusted to lead a project.
Nothing needs to be handed to the employee for the reward to exist. The satisfaction comes from their experience of doing the work.
However, employers can influence the conditions that make intrinsic rewards more likely. Good job design, useful autonomy, clear goals, learning opportunities, and meaningful work can all help.
Intrinsic rewards are closely connected to why people find some activities satisfying in themselves. A detailed review of intrinsic and extrinsic motivation published in Psychological Medicine explains that intrinsic and extrinsic motivational processes are distinct but can also interact. For HR, that is an important distinction: employees do not have to be motivated entirely by internal satisfaction or entirely by external rewards.
What are extrinsic rewards?
Extrinsic rewards come from outside the employee. They are provided by an employer, manager, coworker, customer, or formal reward system.
Examples include:
- Bonuses
- Salary increases
- Commissions
- Promotions
- Gift cards
- Awards
- Public praise
- Peer recognition
- Extra paid time off
- Certificates
- Development opportunities
- Special privileges
Extrinsic does not mean “money.”
A manager saying, “You handled that customer issue extremely well” is giving an extrinsic reward because the recognition comes from someone else.
Likewise, a promotion is extrinsic. So is an award or public thank-you.
The employee may then feel pride or accomplishment. Those feelings are intrinsic.
That distinction is important because recognition and intrinsic satisfaction are often incorrectly treated as the same thing.
Intrinsic vs. extrinsic rewards: a practical comparison
The simplest difference is where the reward comes from.
However, HR needs more than a definition. The useful question is what each type actually looks like during a normal workday.
| What HR needs to know | Intrinsic rewards | Extrinsic rewards |
|---|---|---|
| Where does the reward come from? | From the employee’s experience of the work | From another person, the employer, or a reward system |
| What might an employee actually experience? | “I solved that difficult problem.” “I’m getting better at this.” “My work mattered.” | “My manager recognized me.” “I received a bonus.” “I was promoted.” |
| Common workplace examples | Achievement, mastery, progress, ownership, purpose, autonomy | Pay, bonuses, praise, awards, promotions, points, gifts, extra PTO |
| Can HR directly give it? | Not really. HR can create the conditions for it. | Yes. HR or managers can provide or administer it. |
| When is it especially useful? | Learning, problem-solving, creativity, quality, ownership, development | Clear achievements, milestones, measurable goals, important behaviors |
| What commonly goes wrong? | Employers talk about purpose while ignoring workload, pay, or poor management | Rewards become unfair, expected, overly competitive, or focused on the wrong metric |
| What is a good example of using both? | Employee gets freedom to solve a difficult problem and feels ownership | Manager recognizes the employee afterward for the result |
| What should HR remember? | Improve the work, not just the reward catalog | Reward the right behavior, not simply the easiest behavior to measure |
In practice, employees often experience both at the same time.
Imagine an employee leads a difficult product launch.
They may feel achievement, ownership, and professional growth. Those are intrinsic rewards.
Their manager may also give them public recognition, a bonus, or a promotion opportunity. Those are extrinsic rewards.
The two do not need to compete.
What is the difference between intrinsic rewards and intrinsic motivation?
The terms are related, but they are not identical.
Motivation is why someone chooses to act. A reward is something positive associated with the experience or outcome of that action.
For example, an employee may work on a difficult problem because they genuinely enjoy solving problems. That is intrinsic motivation.
After solving it, they may experience pride and accomplishment. Those are intrinsic rewards.
Meanwhile, their manager may recognize the achievement publicly. That is an extrinsic reward.
Keeping these ideas separate matters because reward programs cannot manufacture someone’s internal motivation on demand.
They can, however, avoid damaging it and create better conditions for employees to find meaning, progress, ownership, and satisfaction in their work.
What are common examples of intrinsic rewards at work?
Intrinsic rewards often appear during everyday work rather than through formal HR programs.
1. Achievement
An employee finally solves a technical problem that has delayed a project for several weeks.
The sense of accomplishment is the reward.
2. Mastery
A new manager becomes confident handling difficult employee conversations after months of practice.
No trophy is required. Becoming better at the work can itself feel rewarding.
3. Autonomy
An experienced employee is trusted to decide how to complete a project rather than being given instructions for every step.
That sense of control can create intrinsic satisfaction.
4. Progress
A team sees that a complicated six-month project is finally moving toward completion.
Visible progress can be rewarding even before the final result arrives.
5. Purpose
A frontline employee understands how their work affects customers, patient safety, product quality, or another meaningful outcome.
The connection between daily work and a larger result can make the work feel more worthwhile.
6. Ownership
An employee is trusted to lead an initiative from beginning to end.
Having real responsibility can create a stronger sense of involvement than simply completing assigned tasks.
7. Learning
An employee gains a skill they genuinely wanted to develop.
The learning itself may be rewarding, even before it results in a promotion or salary increase.
There is also workplace evidence linking intrinsic rewards with employee motivation and performance. For example, a Frontiers in Psychology study on intrinsic rewards and employee performance found positive relationships among intrinsic rewards, employee motivation, and performance in its sample of employees from small and medium-sized businesses in Pakistan.
However, HR should not turn one study into a universal rule. The findings come from a specific workforce and setting, so they are better used as supporting evidence rather than proof that the same result will occur in every organization.
What are common examples of extrinsic rewards for employees?
Extrinsic rewards include far more than annual bonuses.
| Extrinsic reward | What it could look like in practice |
| Performance bonus | An employee receives a bonus after meeting clearly defined quarterly results |
| Commission | A salesperson earns variable compensation based on eligible sales |
| Salary increase | Pay rises after sustained performance or increased responsibility |
| Promotion | An employee moves into a role with greater scope or authority |
| Manager recognition | A manager thanks someone for a specific contribution |
| Peer recognition | A coworker publicly recognizes someone’s support or teamwork |
| Spot award | An employee receives an immediate reward for an exceptional contribution |
| Gift card or points | Points or a gift card are awarded for a defined achievement |
| Extra PTO | Additional paid time off is awarded where company policy allows |
| Learning opportunity | The employee receives access to a conference, course, or certification |
| High-visibility assignment | An employee is invited to lead an important project |
| Formal award | The organization recognizes an employee at an annual or quarterly event |
One useful distinction is that some extrinsic rewards are financial, while others are non-financial.
Both are still extrinsic because they come from an outside source.
Are salary and employee benefits extrinsic rewards?
Yes, salary and many employee benefits are external rewards because they are provided by the employer. However, HR should be careful about treating basic compensation as a motivational prize.
Employees expect fair pay for their work.
Therefore, an organization should not rely on recognition programs, purpose statements, or gift cards to compensate for weak base pay or unfair compensation practices.
Benefits such as paid leave, insurance, retirement contributions, and other employer-provided benefits are also external.
However, their role is broader than recognition. Many are part of the total compensation and employment relationship.
Is employee recognition intrinsic or extrinsic?
Employee recognition is generally extrinsic because the acknowledgment comes from another person or the organization.
This includes:
- Manager praise
- Peer-to-peer recognition
- Public appreciation
- Employee awards
- Thank-you messages
- Company-wide shout-outs
However, recognition can produce an intrinsic response.
For example, an employee receives a thank-you message from a senior leader. The message itself is extrinsic.
The employee may then feel proud, valued, or personally satisfied. Those feelings are intrinsic.
That is why good recognition programs can support a positive employee experience without being classified as intrinsic rewards themselves.
Are non-monetary rewards always intrinsic?
No. This is a common source of confusion.
A reward does not become intrinsic simply because no money is involved.
Public praise costs nothing, but it is extrinsic.
An award certificate is extrinsic. So is a promotion, flexible perk, development opportunity, leadership assignment, or extra day off provided by an employer.
The test is not:
“Does this reward cost money?”
The better test is:
“Where does the reward come from?”
If it comes from another person or organization, it is generally extrinsic.
If the positive experience comes from doing the work itself, it is intrinsic.
Intrinsic vs. extrinsic rewards: practical advantages and limitations
Neither type should be treated as automatically good or bad.
Instead, HR should understand what each approach can help with and where it can fail.
| Practical question | Intrinsic approach | Extrinsic approach |
| What can it help with? | Ownership, learning, problem-solving, craftsmanship, progress, meaning | Recognition, clear goals, measurable achievements, milestones, visible reinforcement |
| Where does it work particularly well? | Jobs requiring judgment, learning, creativity, quality, or personal responsibility | Situations with clear outcomes or behaviors that can be measured fairly |
| What can HR control? | Job design, autonomy, feedback, development, goal clarity, manager behavior | Reward criteria, timing, budget, eligibility, communication, delivery |
| What is the main limitation? | Different employees find different things meaningful or satisfying | Employees may focus on earning the reward instead of the wider purpose |
| How can it fail? | “Purpose” is promoted while employees lack fair pay, support, tools, or manageable workloads | Poor metrics create gaming, competition, unfairness, or unintended behavior |
| What should HR do about it? | Fix the work environment before trying to manufacture motivation | Check the behavior the incentive will encourage before launching it |
| What should HR measure? | Employee experience, autonomy, growth, role clarity, quality, engagement | Participation, distribution, outcomes, fairness, cost, unintended effects |
The practical takeaway is simple.
Intrinsic rewards depend heavily on the quality of the employee’s experience.
Extrinsic rewards depend heavily on the quality of the reward design.
Both need management attention.
Do extrinsic rewards reduce intrinsic motivation?
Extrinsic rewards can reduce the importance of intrinsic motivation in some situations, especially when incentives are directly tied to performance. However, this does not mean external rewards automatically destroy internal motivation.
A 40-year meta-analysis of intrinsic motivation, incentives, and performance examined 183 studies involving more than 200,000 participants. It found that intrinsic motivation and incentives were not necessarily opposites. Intrinsic motivation explained more unique variation in performance quality, while incentives were stronger predictors of performance quantity.
For HR, the more useful question is therefore not, “Are extrinsic rewards bad?”
Ask:
“What behavior will this reward encourage, and could it unintentionally change how employees approach the work?”
Suppose customer service representatives receive rewards only for closing the highest number of tickets.
Employees may start closing cases too quickly.
The reward worked. Unfortunately, it reinforced the wrong behavior.
Now consider a manager recognizing someone after they patiently resolved a difficult customer problem.
That external recognition does not automatically erase the employee’s satisfaction from doing good work.
Context matters.
Workplace research also suggests that HR should distinguish between intrinsic and extrinsic motivation rather than assuming they produce identical employee outcomes. A Journal of Economic Psychology study on intrinsic and extrinsic motivation and employee outcomes examined relationships with performance, commitment, turnover intention, burnout, and work-family conflict.
The findings should not be treated as a universal prediction for every employee. Still, they reinforce an important practical point: the way employees experience their work and the way an organization uses external incentives deserve separate attention.
Which is better: intrinsic or extrinsic rewards?
Neither is universally better. Most workplaces need both.
Intrinsic rewards become especially important when quality, judgment, learning, ownership, creativity, or problem-solving matter.
Extrinsic rewards can work well when an organization wants to acknowledge a specific contribution, celebrate a milestone, reinforce a clear behavior, or connect compensation with measurable results.
A salesperson may value commission and still take pride in becoming excellent at consultative selling.
A nurse may find meaning in patient care and still expect competitive compensation.
A software engineer may enjoy solving technical problems and still value recognition or promotion.
People rarely fit neatly into one category.
When should HR use intrinsic vs. extrinsic rewards?
Instead of choosing one reward type for the entire workforce, match the approach to the situation.
| Workplace situation | What matters most | Intrinsic lever HR or managers can strengthen | Extrinsic reward that may fit | Practical approach |
| Creative or complex work | Quality and problem-solving | Autonomy, challenge, ownership | Recognition after the contribution | Avoid paying only for idea volume. Give people room to solve the problem well. |
| Sales targets | Results plus customer quality | Progress, mastery, customer impact | Commission, bonus, awards | Reward results, but include quality and compliance safeguards. |
| Learning a new skill | Development and mastery | Progress, challenge, competence | Certification, learning budget, promotion opportunity | Make growth visible and recognize completion without making the reward the only reason to learn. |
| Peer support | Collaboration | Belonging, purpose, contribution | Peer recognition or manager praise | Recognize the specific helpful behavior instead of giving vague praise. |
| Frontline quality | Accuracy and consistency | Competence, responsibility, progress | Spot award or team recognition | Do not reward speed alone if it could damage quality. |
| Safety | Safe behavior and reporting | Responsibility to coworkers | Recognition for positive safety practices | Never create incentives that discourage employees from reporting incidents. |
| Innovation | Useful experimentation | Curiosity, autonomy, ownership | Visibility, recognition, development opportunities | Reward meaningful contributions rather than simply the number of ideas submitted. |
| Project delivery | Quality, teamwork, deadlines | Ownership and visible progress | Team recognition or bonus where appropriate | Recognize the result and the behaviors that helped the team achieve it. |
| Routine operational work | Reliability and consistency | Competence, responsibility, progress | Recognition, attendance or quality incentives where appropriate | Make sure the metric cannot be achieved by sacrificing quality or safety. |
| Leadership development | Growth and responsibility | Mastery, purpose, ownership | Stretch assignment, promotion consideration | Give real responsibility instead of using a title or award alone. |
This is also why one organization may use different reward strategies for different teams.
The work is different. Therefore, the reward design should be different too.
How can HR combine intrinsic and extrinsic rewards?
Once HR understands what should be recognized, the next step is deciding how recognition will actually work across the organization. That includes who can recognize whom, what behaviors qualify, how often recognition happens, and how fairness will be monitored.
If you are building that structure, this guide to implementing an employee recognition program walks through the practical steps for creating and scaling a formal recognition approach.
A strong reward strategy does not begin with gift cards.
It begins with the employee experience.
Start with fair work conditions
Employees need fair pay, reasonable expectations, adequate tools, clear roles, and competent management.
A recognition platform cannot repair a fundamentally poor work environment.
Likewise, “purpose” should never become an excuse for underpaying employees.
Make progress visible
People often lose motivation because they cannot see whether their work is going anywhere.
Managers can help by setting clear goals, showing progress, and explaining how the employee’s contribution connects to a larger result.
That strengthens the conditions for intrinsic reward.
Give useful autonomy
Autonomy does not mean employees can ignore standards.
It means giving people appropriate control over how they use their skills.
For example, an experienced employee may not need a manager to prescribe every step of a familiar process.
Recognize specific contributions
Avoid:
“Great work!”
Prefer:
“Thank you for stepping in during yesterday’s shift change. You organized the handoff and prevented a customer delay.”
The second version tells the employee exactly what mattered.
It also signals the behavior the organization values.
Match the reward to the achievement
Not every contribution needs a cash reward.
A sincere manager thank-you may be right for one situation.
Meanwhile, sustained high performance may justify a compensation or promotion discussion.
The size and type of reward should make sense for the contribution.
Offer choice where practical
Employees value different things.
One person may prefer public recognition. Another may dislike it.
Some employees value extra time off. Others prefer learning opportunities, gift cards, experiences, or private acknowledgment.
Therefore, choice can improve the usefulness of an extrinsic reward program.
For organizations developing a formal program, HubEngage’s guide to implementing employee recognition programs explains how to move from simple recognition to a more structured approach.
How should HR choose the right reward?
Before attaching a reward to any behavior, ask five questions.
1. What exactly are we trying to encourage?
Be specific.
“Better performance” is too broad.
Instead, identify the result or behavior you want to reinforce.
2. Can the employee reasonably control the outcome?
Do not reward employees for outcomes largely controlled by market conditions, staffing, territory differences, system failures, or other factors outside their control.
Otherwise, the program may feel unfair.
3. Could employees achieve the metric in the wrong way?
This is one of the most useful reward-design questions.
For example, rewarding warehouse employees only for speed could create safety risks. Support agents measured mainly on ticket volume may rush conversations and reduce service quality. Sales incentives focused only on revenue could also encourage unsuitable deals.
Every incentive sends a signal. Before launching the program, check whether employees can meet the target in a way that creates an unintended outcome.
4. Is the reward meaningful to the employee?
HR may love an award that employees do not value.
Ask employees what matters to them instead of assuming.
5. Does the reward fit the contribution?
A routine thank-you and a major business contribution should not automatically receive identical treatment.
Consistency matters, but so does proportionality.
What mistakes should employers avoid with rewards?
Rewarding only visible employees
Office-based employees may naturally receive more attention than night-shift, frontline, remote, or field employees.
Review recognition patterns across locations, shifts, roles, and managers.
Creating winner-takes-all programs
If the same few people win every month, others may stop participating.
Recognition should not become a permanent popularity contest.
Using rewards to compensate for poor management
Gift cards cannot fix unclear expectations, bad scheduling, weak manager behavior, or unfair workloads.
Address the real problem first.
Rewarding a metric without checking the side effects
Employees respond to what organizations measure.
Therefore, always test whether the metric could encourage shortcuts.
Making criteria unclear
Employees should understand why someone received a reward.
If decisions look random, trust can fall even when the organization intended to improve morale.
Treating everyone the same
Fair does not always mean identical.
Employees can value rewards differently. Where possible, offer meaningful options within clear guidelines.
How can HR tell whether a reward program is working?
Do not measure success only by the number of awards sent.
Look at the whole system.
Participation
Are managers and employees actually using the program?
Very low participation may indicate poor awareness or complicated processes.
Reach
Which employees receive recognition?
Check shifts, locations, departments, job levels, remote employees, and frontline populations.
Distribution
Are a small number of employees receiving most rewards?
If so, investigate why.
Employee perception
Ask employees whether recognition feels:
- Fair
- Timely
- Specific
- Meaningful
- Relevant
Usage data cannot answer those questions by itself.
Behavior
Is the program actually encouraging the intended behavior?
If you launched a teamwork award but employees are becoming more competitive, something is wrong.
Business outcome
Where appropriate, compare reward-program activity with relevant measures such as quality, retention, customer experience, safety behaviors, learning completion, or other business outcomes.
However, avoid assuming the reward program caused every change you observe.
Once the reward strategy is clear, technology can help make recognition more consistent across locations, shifts, remote teams, and frontline employees.
The HubEngage Employee Recognition Platform supports peer-to-peer recognition, milestone celebrations, points and rewards, multi-channel notifications, and recognition analytics for distributed workforces.
FAQs about intrinsic and extrinsic rewards
What is the simplest difference between intrinsic and extrinsic rewards?
Intrinsic rewards come from the employee’s internal experience, while extrinsic rewards come from an outside source. Feeling proud after completing difficult work is intrinsic. Receiving praise, a bonus, promotion, gift card, or award for that work is extrinsic. Employees can experience both types at once, so HR does not need to choose one and exclude the other.
What are four common types of intrinsic rewards?
Four useful categories are meaningfulness, choice, competence, and progress. Meaningfulness comes from believing the work matters. Choice relates to appropriate autonomy. Competence comes from feeling capable and improving skills. Progress comes from seeing work move toward an important goal. These categories are useful because they help managers think beyond rewards as money, gifts, or formal recognition.
What are the main types of extrinsic rewards?
Extrinsic rewards can broadly include financial rewards, tangible non-cash rewards, recognition, career opportunities, and workplace privileges. Examples include bonuses, commission, gift cards, awards, praise, promotions, extra time off, development opportunities, and high-visibility assignments. What makes them extrinsic is not whether they cost money. It is that they are provided by an outside source.
Is a bonus intrinsic or extrinsic?
A bonus is an extrinsic reward because it is provided by the employer rather than generated internally by the work. The employee may feel pride or accomplishment because they earned the bonus, but those feelings are separate intrinsic experiences. The bonus itself remains external, regardless of whether it is tied to individual, team, or company performance.
Is a promotion intrinsic or extrinsic?
A promotion is primarily an extrinsic reward because the organization gives the employee a new role, title, status, pay level, or level of responsibility. However, the promotion may also create intrinsic experiences such as growth, achievement, mastery, or greater ownership. This is another example of why intrinsic and extrinsic rewards can operate together.
Is praise an intrinsic or extrinsic reward?
Praise is an extrinsic reward because it comes from another person. This applies to manager praise, peer recognition, customer compliments, leadership shout-outs, and formal recognition messages. The employee’s emotional response can be intrinsic. For example, external praise may lead to pride, satisfaction, or a stronger sense that their work has meaning.
Are intrinsic rewards the same as non-monetary rewards?
No. Intrinsic and non-monetary do not mean the same thing. Many non-monetary rewards are still extrinsic. Public recognition, an award, a certificate, additional time off, or a leadership opportunity may involve no cash payment, yet they still come from the organization. Intrinsic rewards arise from the employee’s own experience of the work.
Can intrinsic and extrinsic rewards work together?
Yes. In many situations, combining them makes more sense than treating them as competing strategies. An employee can enjoy solving a difficult problem while also appreciating recognition for doing it well. Research on motivation and incentives also suggests they are not necessarily antagonistic. The key issue is how the external reward is designed and what behavior it encourages.
Can extrinsic rewards hurt employee motivation?
They can in some situations, especially when rewards feel highly controlling or encourage employees to focus narrowly on earning the incentive. However, external rewards do not automatically reduce internal motivation. The effect depends on the task, incentive structure, performance measure, employee experience, and context. HR should therefore examine reward design rather than assuming that all incentives have the same effect.
Which type of reward is better for employee engagement?
There is no single reward type that guarantees engagement. Meaningful work, progress, ownership, growth, fair treatment, recognition, and compensation can all influence the employee experience. Intrinsic rewards may matter strongly where work requires learning, quality, or ownership. Extrinsic rewards can acknowledge contributions and reinforce clear achievements. A thoughtful combination is usually more practical than relying entirely on either one.
What extrinsic rewards work best for employees?
The best extrinsic reward depends on the employee and the behavior being recognized. Bonuses may fit measurable business results, while peer recognition may suit collaboration. Development opportunities can recognize growth potential, and extra time off may appeal to other employees. Rather than searching for one universally “best” reward, HR should match the reward to the contribution and employee preferences.
How often should employees be rewarded?
There is no universal frequency that works for every reward type. Everyday recognition should generally happen close enough to the contribution that employees understand what they are being recognized for. Larger financial rewards, promotions, or formal awards require different schedules and controls. More recognition is not automatically better; relevance, fairness, specificity, and timing matter more than simply increasing frequency.
Should every employee receive the same rewards?
Not necessarily. Employees have different preferences, roles, contributions, and circumstances. However, the rules for earning rewards should be consistent and fair. HR can create transparent eligibility criteria while still allowing some personalization. For example, employees may earn recognition using the same standards but choose from several reward options once they qualify.
Can intrinsic rewards replace fair pay?
No. Employers should not use purpose, autonomy, recognition, or meaningful work as substitutes for fair compensation. Intrinsic rewards can improve an employee’s experience of work, but employees still expect appropriate pay and working conditions. Likewise, a recognition program cannot compensate for systemic issues such as unreasonable workloads, poor management, or unclear career opportunities.
How can managers increase intrinsic rewards?
Managers can increase the conditions that support intrinsic rewards by improving autonomy, goal clarity, progress, learning, ownership, feedback, and connection to purpose. They cannot force an employee to feel intrinsically rewarded. Instead, managers should remove unnecessary barriers, give employees appropriate responsibility, help them see progress, and create opportunities to develop competence.
What is one example of intrinsic and extrinsic rewards working together?
Consider an employee who solves a difficult customer problem independently. The employee may feel pride, mastery, and accomplishment from solving it; those are intrinsic rewards. Later, the manager recognizes the contribution in a team meeting and gives the employee a spot award. Those are extrinsic rewards. The internal satisfaction and external recognition can exist at the same time.
Final takeaway
Intrinsic and extrinsic rewards are not two competing boxes that HR needs to choose between.
Intrinsic rewards come from the experience of doing the work. Extrinsic rewards come from outside the employee.
That distinction is simple.
Designing them well is harder.
Start with fair working conditions. Give employees opportunities to learn, own their work, make progress, and understand why their contribution matters.
Then use external rewards thoughtfully.
Recognize specific contributions. Match rewards to the achievement. Give employees choice where practical. Check fairness across the workforce. Most importantly, make sure the reward encourages the behavior you actually want.
A bonus cannot make meaningless work meaningful.
At the same time, meaningful work does not remove the need for fair pay, appreciation, advancement, or recognition.
The strongest approach gives employees reasons to value the work and shows them that the organization values their contribution.
For organizations ready to formalize that external recognition layer, the HubEngage Employee Recognition Platform supports peer-to-peer recognition, awards, rewards, milestones, and recognition across distributed workforces.
